CITIZEN-CENTRED SERVICE DELIVERY-Collaboration among federal, state, and local governments for enhancing citizen and business satisfaction with government services D. BRIAN MARSON APO International Technical Expert Co-Founder and Senior Fellow, Institute for Citizen Centred Service (www,iccs-isac.org) Colombo, June 2015

1. CITIZEN-CENTRED SERVICE DELIVERY-
Collaboration among federal, state, and local
governments for enhancing citizen and business
satisfaction with government services
D. BRIAN MARSON
APO International Technical Expert
Co-Founder and Senior Fellow, Institute for Citizen Centred Service
(www,iccs-isac.org)
Colombo, June 2015

2. ThematicAreas
• Service
Quality
• Innovation
Leadership
• E-Government
• Regulatory
Reform
• Citizen-
centered
Service
Targets • Central
government
• Local
government
• Public
service
agencies
• Public
enterprises
Methods
• Center of
Excellence
• Best practice
manual
• Training
• Observational
study mission
• Development
of NPOs
• Seminar
• Workshop
• Research
• Study Meeting
• Adoption of P
& Q Tools
Results
• Citizen
satisfaction
• Public trust
• Cost-
effectivenes
s
• Competitive
ness
• Quality of
life
INTERNAL ENVIRONMENT (Organizational structure & culture, personnel, resources)
EXTERNAL ENVIRONMENT (Economic, Social, Cultural, Political, Demographic)
APO PUBLIC SECTOR PRODUCTIVITY FRAMEWORK

3. Presentation Outline
1. Canada’s collaborative approach to citizen-centred
service improvement across the public sector
2. How the Canadian Public Sector Listens to Citizens
3. How collaboration has achieved Improved Citizen and
Business Satisfaction with Government Services
4. How Collaboration has resulted in a Network of One-
Stop Services across Canada
5. How Canada is now Collaborating with Other
Countries to Create an International Community of
Practice devoted to Service Excellence

4. “Citizen-Centred Service incorporates citizens’
concerns at every stage of the service design and
delivery process; that is, citizens’ needs become the
organizing principle around which the public interest is
determined and service delivery is planned.”
-Deputy Ministers’ Task Force
on Service Delivery Models, Canada
Defining Citizen-Centred
Service Delivery

5. C
CITIZEN-CENTERED GOVERNMENT
Listening to Citizens, their Needs and
their Priorities for Government Action
Meeting Citizens Needs through Integrated
Government Policy and Integrated Service and
Regulation Delivery (“One Government-One
Public Sector”)…. In order to improve
government performance in the eyes of citizens
Closing the Gap

6.  “Governments … must collaborate if they hope … to
operate efficiently and effectively …. Collaboration
is the only strategy that allows today’s public sector
organizations to reach across jurisdictions … to
adapt themselves to a fast-changing societal
landscape and to significantly improve their ability to
deliver services at internet speed.”
Deloitte - The Future of Collaborative Government, 2008
Deloitte: Integrated Service Delivery is
Essential for Efficiency and Effectiveness

7. Part One
How the Canadian Public
Sector Collaborates to Promote
Citizen Centred Service

8. How the Canadian Public Sector Collaborates
to Promote Citizen Centred Service
 In1997, the Federal, Provincial and Municipal
Governments created two Councils to work together
to promote integrated, citizen and business-centred
service delivery:
 The Public Sector Service Delivery Council
 The Public Sector Chief Information Officers
Council

9. How the Canadian Public Sector Collaborates
to Promote Citizen Centred Service
 The mission of the PSSDC is to be a catalyst for: sharing
information; identifying common challenges; initiating
research and gaining insight into client needs;
developing practical solutions; and, linking up
government services wherever possible. The Council’s
intent is to ensure that Canadian public services are at
the forefront of providing excellent, modernized services
which result in a customer experience which meets or
exceeds citizens’ and the business community’s
expectations.
 The mission of the PSCIOC is to enable enhanced
service to the Canadian public through collaboration
across governments and demonstrated leadership in the

10. 1.How the Canadian Public Sector Collaborates
to Promote Citizen Centred Service
 In 2002, the two Councils created the Institute for
Citizen Centred Service to serve as their joint platform
to:
 Undertake research on citizens’ and businesses’
service needs
 Manage biennial national surveys of citizens and
businesses service satisfaction and their
priorities for improvement
 Promote the use of the Common Measurements
Tool to measure and benchmark client
satisfaction
 Deliver common training and manage the

11. Canada’s Public Sector Research, Measurement,
Improvement and CS Benchmarking Centre

12. Two Decades of Public Sector Collaboration
on Service Delivery in Canada – Some Results
1. Creation of the inter-governmental PS
Service Council and PS Chief Information
Officer Councils
2. Creation of the Institute for Citizen Centred
Service, co-funded by all levels of Government
3. Completed eleven large National Surveys of
Citizens and Businesses co-funded by all levels
of Government
4. Creation of a Common Measurements Tool
and Benchmarking Centre to measure client
satisfaction across the public sector

13. Two Decades of Public Sector Collaboration
on Service Delivery in Canada – Some Results
5. Creation of a network of one-stop services
6. Identification of the ”drivers of client
satisfaction” and the documentation of Citizen
expectations for service delivery
7. Steadily improved Citizen and Business
satisfaction with government services
8. Creation of a Certified Service Managers
Program to professionalize service
management

14. The Institute for Citizen Centred Service in Canada
is now a World Centre for Research, Tools and Best
Practices in Citizen-Centred Service (www.iccs-isac.org)

15. The Institute for Citizen Centred Service
Manages Canada’s National Surveys of Citizens
and Businesses: Measuring Service Satisfaction,
Expectations and Priorities for Improvement

16. The Canadian Public Sector Measures
Customer Satisfaction at a Macro National
Level and at a Micro Departmental Level
CITIZENS FIRST RESEARCH AND
NATIONAL
PERFORMANCE TRENDS SERIES
ORGANIZATION AND PROGRAM LEVEL:
CMT SATISFACTION SURVEYS

17. THE COMMON
MEASUREMENTS TOOL
Measuring Service
Satisfaction,
Expectations and
Priorities for
Improvement at the
Agency Level, and
Providing an
International CS
Benchmarking Service

18. Part Two
Understanding citizens’ and
business’ needs, their expectations
and their priorities for improvement

19. 19
Understanding the Big Picture (Citizen Level)
 Citizens First national surveys every two years
 Taking Care of Business national surveys every two years
 Annual Canada Internet Panel (13,000 people)
 National focus groups (e.g. telephone service)
Departmental/Program Level (Client Level)
 The Common Measurements Tool (CMT)
 Developed by public managers for public managers
 Housed at the Institute for Citizen Centred Service
www.iccs-isac.org
 The CMT is based on the known “drivers” of client satisfaction
 The CMT permits programs to benchmark their results with others
Canada: Systematic Listening to Citizens
and Business, and Improving Performance

20. 20
Listening to Citizens and Business
in Canada: Systematic National Surveys
(Sponsored and Funded by Government Agencies at all Levels)
(sponsored and funded by all levels of government)
Available
at:
www.iccs-
isac.org

21. WHAT OUR CITIZENS EXPERIENCE
21
Citizens’
Needs &
Expectations
Finding
the
Service
Accessing
the
Service
Service Delivery:
Citizens’ Experience
with the Service
Provider
The “Outside-In” View
Over 90% of
Citizens expected
as good or better
service from the
public sector than
the private sector.
Citizens often
needed more than
one government
service – especially
when dealing with
life events such as
birth, death, travel,
unemployment and
migration
40% of Citizens did not know
where to start to find the service
they needed:
-confusing blue or Web pages
-services not well advertised, (CF5)
Two thirds of Citizens said it was
difficult to access the people or
information they needed:
-busy telephones
-voice mail or IVR
-“not my department”
- broken links on Web sites (CF5)
Citizens are often required to
manage the “white space”
between related services
(service bundles/clusters)
Public services received an
average service quality score of 74
out of 100 (CF7)
Six factors drive service
satisfaction: ease of access,
timeliness, knowledge &
competence, courtesy/extra mile,
fairness and outcome.
When all five are performed well,
public services score 87 out of
100; when one driver fails the score
drops to 74/100, when four fail –
37/100 (CF3)
Timeliness is most important
driver across all services & the
telephone channel remains their
priority for improvement.*Canadian research

22. How Businesses Experience Public Services
Business
Needs &
Expectations
Finding
the
Service
Accessing
the Service
Service Delivery:
Businesses’
Experience with
Government Services
Their “Outside-In” View
87% of businesses
agree good service
from government is
essential to a
healthy business
climate
TCOB2 research
demonstrates
empirical link – good
service increases
confidence in public
institutions
Two-thirds of business clients
reported access problems – each
access problem causes a substantial
drop in satisfaction – e.g. getting
bounced from one person to another and
lack of response to telephone messages
each reduce satisfaction levels by 25 out
of 100 points
Telephone is the most used channel –
62% of clients used it at some point
during their recent experience
Two-thirds of service experiences are
multi-channel – business clients report
using 2.1 channels per service
The drivers of satisfaction are
the same as for citizens.
The overall service quality trend
is upward – the average rating
across all services to business
in Canada is currently about 70
out of 100, and rising.

23. 23 23
Canadian Research Findings: The Key Drivers
of Public Sector Service Satisfaction*
These satisfaction drivers and their relative importance are
consistent with those found in the biennial Citizens First Studies
Knowledge &
Competence
Fairness
Courtesy &
Extra Mile
Outcome
Timeliness
Citizens First 4
CLIENT SATISFACTION
©ICCS-
ISAC 2005
* Drivers vary by type and strength with the business line and channel
Ease of Access

24. Performance on the Five “Drivers”
Determines Overall Client Satisfaction

25. 72 69
64
55
51
0
20
40
60
80
100
1 2 3 4 5
How are we doing on the “drivers”?
Outcome Fairness Knowledge/
competence
Courtesy/
extra mile
Timeliness
Source: Citizens First 3, 2003
72 69
64
55
51
0
20
40
60
80
100
1 2 3 4 5
72 69
64
55
51
0
20
40
60
80
100
1 2 3 4 5
How are we doing on the “drivers”?
Outcome Fairness Knowledge/
competence
Courtesy/
extra mile
Timeliness
Source: Citizens First 3, 2003
Which Drivers Most Need Improvement? *
* Canadian research data- will vary by department and country

26. 26
Service Standards: Identifying
Citizens’ Expectations
Telephone
In-Person Email
2 1
30
14
42
39
20
35
5
10
1 1
0
25
50
75
1 2-4 5-9 10-14 15-29 30-60 >60
Percent of
respondents
1998
2002
Number ofminutes
30
10
5
44
40
29
24
43
52
2
6
12
1 2
0
25
50
75
4 hr Sameday Next
business day
2 days 3 days +
Percent of
respondents
1998
2000
2002
6
10
20
32
17
7
3 5
0
10
20
30
40
50
10 sec 20 sec 30 sec 1 min 2 min 3 min 4 min 5 min
Percent of
respondents

27. Listening to Clients and Improving Service
Satisfaction in Canada: The Common
Measurements Tool, & Service Improvement Guide
27
The CMT is used across the entire Canadian Public Sector
and under license in New Zealand, Australia, Singapore, Qatar and several other countries

28. The Four-Step Service
Improvement Process

29. Canada has taken a Results-based Approach to Service
Improvement, Based on Research and Measurement

30. Canadian Public Sector: Using the Drivers
to Achieve Continuous Improvement in
Service Satisfaction
…
-term trend for 26 services
72
73
67
6464
50
60
70
80
1998 2000 2003 2005 2008
Average
service
quality
rating
(0-100)
Year
2014
74
Source: ICCS CF5 & CF6
Average
Citizen
Satisfaction Score
– for 21
Government
Services

31. Improving Business Sector
Satisfaction with Government
Services in Canada

32. Results Improvement for
the Royal Canadian Mounted Police
Improving Royal Canadian Mounted
Police Performance on the “Drivers”
81-84% Overall
Citizen Satisfaction
The Royal Canadian Mounted Police Surveys over 7,000 Citizens
Annually Using the Common Measurements Tool Survey Tool,
and Uses the Results to Improve Service

33. Some Canadian Best Practice Results
(Institute for Citizen Centred Service, Toronto,
Benchmarking Service (www.iccs-isac.org)

34. 34
Citizen Centered Service:
Outperforming the Private Sector
--7174Supermarkets
7057--Canada Post
74647066Average rating across services shown
--6457Taxis
6858--Used municipal public transit (bus, streetcar, subway)
--7468Private mail carriers and courier companies
8477--Visited a public library
CF4CF1CF4CF1
GovernmentPrivate
Mean Service Quality Score
(0-100)
Services
How do public and private services compare?
Citizens First 1 and 4
--7174Supermarkets
7057--Canada Post
74647066Average rating across services shown
--6457Taxis
6858--Used municipal public transit (bus, streetcar, subway)
--7468Private mail carriers and courier companies
8477--Visited a public library
CF4CF1CF4CF1
GovernmentPrivate
Mean Service Quality Score
(0-100)
Services
How do public and private services compare?
Citizens First 1 and 4
“Many public sector services outperform mainstream private sector
services in the eyes of Canadians” (Citizens First-4 Survey, 2006)

35. The Citizen-centred Service Agenda
is now being linked to the Broader
Public Management Agenda

36. Staff Satisfaction, Service Satisfaction, and
Trust in Public Organizations are Linked
The Public Sector Service Value Chain concept proposes that
these three aspects of public management are linked:
 LINK ONE: Engaged employees provide better service, and in the
other direction good service to clients results in proud and engaged
employees
 LINK TWO: Excellent service is one important factor (along with good
management) that helps build trust and confidence in public
institutions
PEOPLE SERVICE TRUST

37. Excellent Service and Good Management
Drives Citizen Trust and Confidence
in Public Organizations
CONFIDENCE In the Public Service
Excellent service and good management
contribute to confidence in the public service
Excellent
service
Benefits to
citizens
Equal &
ethical
treatment
Good
leadership &
management
Citizens First 4
©ICCS-ISAC 2005

38. Peel Region (Toronto):
Service Value Chain Measurement
(average score out of 10)
Employee
Engagement
7.0
Client
Satisfaction
8.0
Citizen Trust
& Confidence
7.0
• Clear and promising direction
• Respectful treatment &
recognition
• Learning and growth
• Work and performance
demands
• Immediate supervisors
• Value to customers
• Confidence in leadership
• Pay and benefits
• Colleagues
• Timeliness
• Service outcome (client got
what they needed)
• Staff
• made a real effort
• gave clear and
accurate information
• Process
• is easy to follow
• clear what to do if
there is a problem
• Quality of Life
• Satisfaction with waste
collection, water quality and
billing
• Satisfaction with roads
• Peel staff service
commitments
• Readily access services
• Peel meets needs of this
diverse community
OutcomesDrivers

39. Part Three
Providing One-Stop Services to
Improve Access and Service
Convenience

40. Creating Integrated, One-Stop Service
Delivery Solutions across the Public Sector
Why Citizens and Businesses Need One-Stop
Government Service:
 Citizens and Businesses often need more than one government service
– especially when dealing with life events such as birth, death, travel,
migration, unemployment, and business registration
 40% of Citizens did not know where to start to find the service they
needed
 Two thirds of Citizens said it was difficult to access the people or
information they needed
 Citizens are often required to manage the “white space” between
related services
( e.g. Business Registration, Deaths, Travel, Migration)
 The private sector has built one-stop shopping centers for citizen and
business convenience, and citizens expect the same convenience from
government
 Governments are also trying to reduce service delivery costs through
the development of one-stop service.

41. Canada: has One-Stop Service Delivery for citizens
and business at the National, Provincial and Local
Government Levels: over 500 offices, plus a 1-800-
OCANADA call center, and award winning E-service

42. Canada: 600 one-stop Service Canada offices

43. Canada: all levels of government
are co-located at the Ottawa City Hall as a
One-Stop Government “Department Store”

44. Improving Access and Providing
Seamless Service for Health and Social
Services –Ontario 211
Service Canada

45. Government One-Stop Services Are
Expanding World Wide
 In Europe, South America, the USA and Asia,
many countries are implementing one-stop
services for citizens and businesses.
 In Asia, countries such as Malaysia, Indonesia,
India, Thailand, and Singapore, are among the
many APO members implementing one-stop
services.
 To be successful, these integrated, one-stop
services require strong collaboration across
departments, and levels of government, as well
as strong collaboration as between IT managers
and service managers.

46. Australia’s Centrelink: over 300 one-stop offices
for citizens and businesses, plus mobile vans,
one-stop E-service, and call center service

47. Singapore ACRA’s One-Stop Portal for Business
Including BizFile online Registration
(The World Bank Ranks Singapore Number 1 in East Asia for Ease of Doing Business)

49.  CSC is meant to be a low cost vehicle for Government institutions to
deliver eGovernment services to the rural population of India in the
most cost-effective manner.
 They are the physical front-end for delivery of eGovernment Services to
citizens and accepting requests for government services from the
citizen via eForms. They are also be used for delivery of services and
interaction with private service providers.
 The program has created 100,000 CSCs across India`s rural and remote
locations of India by 2012.
India: Community
Service Centers -
100,000 Kiosks in
Rural Villages, via a
set of Public-Private
Partnerships

50. Malaysia’s Comprehensive New One-Stop
Services for Citizens and Businesses

51. Conclusion: Three Types of One-Stop Centers
are Emerging in Asia and Globally
1. Information Gateways (One-stop Websites, Information
Counters, and Call Referral Centres)
2. Service “Department Stores” which provide a wide range
of government services in one place, either on-line or store-
front (e.g. Service Canada or the Malaysian UTCs)
3. Service Boutiques with one-stop services bundled by
client or by related services (e.g. businesses, senior
citizens, health and social services)

52. TYPE 1 Information Gateway: Hong Kong SAR’s
Government: One-Stop Call Centre and Website
Citizen Portal and 24/7/365 Call Center

53. TYPE 2: Thailand’s “Service Boutique”
for Business Clients and Investors

54. TYPE 2: Thailand’s One Stop Centre for
for Integrated Social Services Responses

55. TYPE 3: MALAYSIA’S URBAN
TRANSFORMATION CENTRES- GOVERNMENT
“DEPARTMENT STORES” WITH OVER 70
SERVICES-AND OPEN 24/7/365

56. Canada Business
Service Centres
Integrated Service Delivery Maturity
Models: Governance Arrangements
© Institute for Citizen-Centred Service and B. Marson
Co-located/Virtual
Collaboration
• Ottawa City Hall
Government Service
Centre
• Texas.Gov
Integrated
Management,
Individual
Ownership
• Canada Business
Service Centres;
• Service Tasmania
Utility and Single
ISD Dept. Models
• Singapore BizFile
• Service Canada
• Australia Centrelink
• Service New Brunswick
• New York 311

57. Overcoming the Barriers to Integrated
Service Delivery
 Political and Public Service Leadership
 Perfecting Partnerships
 Establishing the governance framework
 Integrating IT Systems and Processes
 Marketing one-stop services to Citizens
Overcoming the Barriers to Integrated
Channel Delivery (ICD)
 Restructuring organizations to provide for
integrated management of the channels
 Integrating channels to achieve consistency and
inter-operability

58. Achieving Excellence in
One-Stop Service Delivery- Lessons Learned
Service Delivery1. Make Sure We Understand Service Citizens and Businesses
Needs
2. It is Not Easy: Integrating service delivery across departments and
jurisdictions is a new and difficult challenge in public management.
But other countries have already done it, and have overcome the
problems and have experience to share.
3. There are Necessary Conditions: To succeed, political leaders and
central agencies must provide the political, bureaucratic and financial
leadership to achieve horizontal service delivery in a vertical service
universe. Public Sector Executives need to learn about the
management of one-stop service delivery and build OSSCs
Communities of Practice.
4. It will Take Time: The stronger the political leadership, the shorter
the time needed to implement one-stop service delivery (for example,
one-stop for business services in Singapore and Hong Kong).
Streamlining regulations and processes across agencies is essential
to success but takes time.
5. New Governance Arrangements will be Needed over Time: But

59. Research on International Best Practices
and Issues in Creating One-Stop Services
(Available at: www.iccs-isac.org)

60. Part Four
Emerging International
Collaboration Among Governments
to Promote Sharing, Benchmarking
and Service Excellence

61. The Institute for Citizen Centred Service in Canada
is a World Centre for Research, Tools and Best
Practices in Citizen-Centred Service (www.iccs-isac.org)

62. 62
Accenture on the Role of the Institute for
Citizen Centred Service Around the World
“The Institute for Citizen-Centred Service, works
with governments across Canada and around the
world to improve citizen satisfaction with public
sector service delivery..…Canada's focus on self-
examination and its relentless pursuit of user
feedback have allowed it to continue to build what is
clearly one of the world-leading customer-focused
government programs…setting the standard for the
rest of the world." ……Accenture
www.iccs-isac.org

63. The Institute for Citizen Centred Service
-International Government Partnerships
 Canadian Federal, Provincial and
Local Governments
 United Arab Emirates
 New Zealand
 Australia
 Qatar
 Malaysia
 Singapore

64. International Collaboration
- New Zealand and Canada
 Since 2007, Canada and New Zealand have partnered
to benchmark and improve public sector services
 New Zealand adopted Canada’s Citizens First survey
methodology and the Common Measurements Tool
 Citizen surveys are conducted quarterly by the State
Services Commission, and in addition New Zealand
Departments and Agencies use the Common
Measurements Tool to track and improve their own
clients’ satisfaction.
 Use of CMT allows New Zealand Departments to
benchmark their performance against Canadian

65. New Zealand- Surveying Citizens and Using
the Results to Drive Service Improvement
Quarterly
Kiwis Count
2012-2015

66. New Zealand- Satisfaction Scores are Rising

67. NEW ZEALAND POLICE: SERVICE
SATISFACTION IMPROVEMENT (2008-2014)

68. NZ POLICE: MEASURING AND IMPROVING
CITIZEN TRUST AND CONFIDENCE (2008-2014)

69. New Zealand Police Trust Scores have
Improved by 10% in 5 Years
 Others: BC Government, Peel Region, Calgary Police, Ont. PS
2009
73%
CMT
2008
79%
2013
69%
2005
IMPROVING PUBLIC TRUST
AND CONFIDENCE IN THE
NEW ZEALAND POLICE
2005:
Values and
Ethics
Problems
Damage
Public
Trust in the
Police

70. BENCHMARKING SERVICE PERFORMANCE
NATIONALLY AND INTERNATIONALLY
(Institute for Citizen Centred Service, Toronto,
Benchmarking Service (www.iccs-isac.org)
83%
Client
Satisfaction
Royal
Canadian
Mounted
Police
95%
Client
Satisfaction
Service
British
Columbia
92%
Client
Satisfaction
(Best
Public
Sector
Call
Centre)
84%
Citizen
Satisfactio
n
New
Zealand
Police

71. NEW ZEALAND GOVERNMENT SERVICE SATISFACTION
AND TRUST: MEASUREMENT AND IMPROVEMENT

72. International
Collaboration:
Australia and Canada
 Australia and Canada have collaborated for
many years on good practices in service delivery,
including exchanges between Service Australia
and Service Canada.
 Australian States and cities including
Queensland and South Australia have adopted
Canada’s Common Measurements Tool, which
allows departments and agencies to benchmark
their results with other states and with Canadian
Provinces through the Benchmarking Centre at
the Institute for Citizen centres Service

73. Service South Australia- Using Client Feedback to
Promote Excellence in One-Stop Client Satisfaction
(Using the ICCS Common Measurements Tool)
84%
58%
IN 2
YEARS

74. Using the Drivers to Achieve
Service Excellence in Client Satisfaction
211 Ontario- One Stop Social Services
Service British Columbia
Service Canada Offices
International Benchmarking of Excellence in
Client Satisfaction in One-Stop Services
Australia Centrelink Call Centre
% Client Satisfaction

75. International Collaboration:
Canada and the United Arab Emirates
 Best Practices Study Tours to Canada
 Delivery of the Certified Service Manager
program in Abu Dhabi by the Institute for
Citizen Centred Service.

76. International
Collaboration: Canada
and Malaysia
 Partnership agreement between MPC and the
Institute for Citizen Centred Service
 MPC Best Practices Study Tours to Canada
 Collaboration to organize the Global Forum
Conference on Excellence in One-Stop Service in
Kuala Lumpur
 Measurement and International Benchmarking using
Canada’s Common Measurements Tool

77. International Collaboration:
Canada and Malaysia

78. APO-Canada Collaboration
 APO’s 2010 Study Tour to Canada examined
innovations in Citizen-centred Service. Several
countries adapted the innovations that were seen in
Canada.

79. Potential Next Steps in International
Collaboration on Citizen-Centred Service
 Expanding APO’s role in Asia to promote
citizen- centred service, and service
excellence
 Creation of expanded International
Partnerships & Communities of Practice to
promote:
 One-stop services
 Measurement and Benchmarking
 Service Excellence
 Sharing of Best Practices in Citizen-Centred
Service

80. Conclusion: Through Collaboration and
New Management Tools We Can
Measurably Improve Government
Services, Productivity and Public Trust